Robert M. Yawson (@rmyawson) header
Robert M. Yawson (@rmyawson) profile picture

Dean and Professor at Truman State University, MO. Editor. Opinions I express here are my own! Retweets & Likes don't imply my support. Think for yourself

Kirksville, MO, USA
Joined March 2009
Photo by Robert M. Yawson (@rmyawson)Photo by Robert M. Yawson (@rmyawson)Photo by Robert M. Yawson (@rmyawson)Photo by Robert M. Yawson (@rmyawson)Photo by Robert M. Yawson (@rmyawson)Photo by Robert M. Yawson (@rmyawson)Photo by Robert M. Yawson (@rmyawson)Photo by Robert M. Yawson (@rmyawson)
My new article is out in Management Teaching Review. A 50-minute exercise I built to put undergrads inside the cost pressures vs. local responsiveness dilemma. Six firms, four strategies, and a disruption card that blows up the plan. doi.org/10.1177/237929812614…
31
Dean @rmyawson had a great evening with Delta Sigma Pi's Iota Nu Chapter, 55 active brothers with a real track record of national recognition. His advice to them: technical skills matter, but judgment under ambiguity is what doesn't compress. Build that early.
1
2
35
Eastern Academy of Management - EAM 2027 eaom.org/EAM-2027 Join us at George Mason University’s Arlington Campus for the 64th Annual Conference and Meeting,  Arlington, VA MAY 18-21, 2027 as we explore what it means to think entrepreneurially in both academia and business!
1
85
'Editorial: The human infrastructure of organizations: leadership, trust, and engagement as foundations of effectiveness' an article on #ScienceOpen: scienceopen.com/document?vid…
53
I have been named Dean of the School of Business and Professional Studies at @TrumanState, beginning July 27. A school spanning business, education, nursing, communication disorders, exercise science, military science, and psychology and counseling. go.shr.lc/4vD9Kly
1
1
4
436
Happy to share that Volume 23, Issue 3 of Organization Management is published: emerald.com/omj/issue/23/3
1
2
333
Every organization, regardless of sector, size or strategic ambition, rests on a foundation that is neither technological nor financial but fundamentally human. The policies, processes and platforms that occupy so much managerial attention are, ultimately, only as effective as the people who animate them and the relationships that connect them. Leadership, trust and engagement are not ancillary concerns to be addressed after the “real” work of strategy and operations is complete. They are the infrastructure on which strategy and operations depend, the invisible architecture that determines whether an organization’s aspirations translate into outcomes or dissipate into dysfunction. emerald.com/omj/article/23/3…
49